5S與可視化控制培訓教材(PPT 42頁)

1、Lean Green Belt TrainingDefineControlImproveAnalyzeMeasureLGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and Proprietary5-S And Visual Controls 5S與可視化控制Measure 測量Define 定義Analyze 分析Improve 改進Control 控制精益生產(chǎn)綠帶培訓精益生產(chǎn)綠帶培訓 1LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential

2、and ProprietaryModule Objectives 課程目的5-S standards for improvement of safety, quality, andreductions in waste and frustration.改進安全、質量和減少浪費和挫折的改進安全、質量和減少浪費和挫折的5S標準。標準。At the conclusion of this module, the class participant will:本課程結束后，學員將： Know the benefits available through implementation of 5-S and

3、 visual controls. 了解通過實施5S和可視化控制獲得的收益。 Understand the essential implementation steps for any work environment. 了解在任何工作環(huán)境下的基本實施步驟。 Understand the applicability of 5-S within any process. 了解5S在任何流程中的適用性。2LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and ProprietaryStability ToolsCust

4、omer VOC Takt QFDJustInTimeBuiltInQualityQuality Systems Autonomation Mistake-proofing product processPeople Policy Deployment High Performance Org values design Steering Comm Design Teams Kaizen Multi-process Safety process improvement ergonomicsMaterials Systems Production Smoothing Flow / Pull Li

5、ne Design Kanban SMED P-O-UStability Variation Reduction Class A MRP Visual Controls 5-S Standard Work DFM/DFSS TPMBuilding a stablefoundation.3LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and ProprietaryStability Tools 穩(wěn)定工具客戶客戶 VOC 客戶之音 節(jié)拍 QFD 質量功能展開及時供貨建造質量質量體系質量體系 自治 防錯 產(chǎn)品 流程人員

6、人員 政策部署 包含員工 價值 設計 領導小組 設計團隊 不斷改進 多流程 安全 流程改進 人機工程學原料體系原料體系 平穩(wěn)生產(chǎn) 流/推進 生產(chǎn)線設計 Kanban (看板） SMED 使用點穩(wěn)定性穩(wěn)定性 減少變異 A級MRP 真實地控制 5S 標準的工作 DFM/DFSS TPM建立一個穩(wěn)定的基礎。建立一個穩(wěn)定的基礎。4LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and ProprietaryBefore you get too far with Lean, develop a 5-S plan.Compon

7、ents Of Visual Control5-S: Workplace Organization Visual Displays (Levels 1 and 2): Signboards Demarcations Std Work Instructions Boundary Samples Visual Controls (Levels 3,4,5,6): Metric / Status Boards Error Prevention Boards Andons5LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential a

8、nd Proprietary5S . 現(xiàn)場組織 直觀顯示（第1、2層）布告牌劃分標準工作指導書邊界舉例 可視化管理（第3、4、5層）l 測量指標/狀態(tài)標牌l 防錯標牌l 照明度在深入精益生產(chǎn)活動前，形成一個在深入精益生產(chǎn)活動前，形成一個5S計劃計劃 分類、儲存、清潔、標準化和維持分類、儲存、清潔、標準化和維持 5S工作區(qū)的組織工作區(qū)的組織 在現(xiàn)場共享標準在現(xiàn)場共享標準 在工作區(qū)域建立標準在工作區(qū)域建立標準 警告異常情況（設置預警）警告異常情況（設置預警） 阻止異常情況（防止缺陷繼續(xù)）阻止異常情況（防止缺陷繼續(xù)） 防止異常防止異常情況（防差錯）情況（防差錯） 23456共享信息共享信息 1可視化

9、管理可視化管理 直觀展示直觀展示 可視化控制的組成6LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and Proprietary5S Video: 5S錄像：錄像：7LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and ProprietaryThe Benefits Of 5S 5S的好處的好處 A cleaner and more organized work area 一個更清潔、更有序的工作區(qū)域 Safer working c

10、onditions更安全的工作條件 Reduction in non-value added time降低非增值時間 Effective work practices有效的工作實踐 Efficient work processes 高效率的工作流程 5-S visually demonstrates that change is happening. 5S能直觀地展示正在發(fā)生的變化 Its quick, makes an immediate positive impact, and can be fun. 能非常迅速地產(chǎn)生積極影響，也可能非常有趣。 5-S facilitates change

11、 towards a culture of continuous improvement. 5S促進了持續(xù)改進文化。5-S provides a basis for being a world-class competitor andthe foundation for a disciplined approach to the workplace.5S為那些希望成為世界一流的競爭者提供了一個基礎，為對現(xiàn)場進行嚴謹?shù)姆治龅於嘶A8LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and ProprietaryThe

12、 5Ss Are. 5S是是Seiri - (Sort) 整理Seiton - (Simplified Storage) 簡化儲存Seiso - (Shine) 清潔Seketsu - (Standardize) 標準化Shitsuke - (Sustain) 持續(xù)A Set Of Agreements Made By The Natural Work Team一套由工作團隊達成的共識一套由工作團隊達成的共識The agreements will govern work group operations 工作小組的運作將遵守這些共識9LGB2-01-0405 5S 2004 Honeywell

13、 International, Inc. Confidential and Proprietary5S Levels Of AchievementLEVEL5ContinuousImprovementLEVEL4Focus OnReliabilityLEVEL3Make ItVisualLEVEL2Focus OnBasicsLEVEL1JustBeginningSortStoreShineStandardizeSustainCleanliness problemareas are identifiedand mess preventionactions are in place.Cleani

14、ng schedulesand responsibilitiesare documentedand followed.Initial cleaning isdone and messsources are knownand corrected.Necessary and un-necessary items areidentified; those notneeded are gone.Needed and notneeded items aremixed throughoutthe area.Items are randomlyplaced throughoutthe workplace.N

15、eeded items aresafely stored andorganized accordingto usage frequency.Needed items areoutlined, dedicatedlocations are labeledin planned quantities.Minimal neededitems arranged inmanner based onretrieval frequency.Needed items canbe retrieved in 30seconds withminimum steps.Potential problemsare iden

16、tified andcountermeasuresdocumented.Work area cleaning,inspection, andsupply restockingdone daily.Visual controls andindicators are setand marked forwork area.Key area itemsare marked to checkand required level ofperformance noted.Key area itemschecked are notidentified and areunmarked.Proven method

17、s forarea arrangementand practices areshared and used.Proven methods forarea arrangementand practices areused in the area.Agreements onlabeling, quantities,and controls aredocumented.Work group hasdocumented areaarrangement andcontrols.Work area methodsare not alwaysfollowed and arenot documented.Ro

18、ot causes areeliminated andimprovement actionsinclude prevention.Sources, frequencyof problems arenoted w/ root cause& corrective action.Work group isroutinely checkingarea to maintain5-S agreements.Initial 5-S levelis established andand is posted inthe area.Work area checksare randomly doneand

19、there is no5-S measurement.10LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and Proprietary5S層次的成果第第5層次層次保續(xù)保續(xù)第第4層次層次關注可靠性關注可靠性第第3層次層次讓它變讓它變得可視化得可視化第第2層層次次關注基關注基礎因素礎因素第第1層次層次剛剛開始剛剛開始 整理整理 整頓整頓 整潔整潔 標準標準 保續(xù)保續(xù)找出存在清潔問題的區(qū)域并采取相應的預防措施記錄并遵守清潔計劃和職責。進行最初的清潔，了解混亂的原因，并采取改正措施。找出必要和不必要的物品；沒有不需要的物

20、品。 需要和不需要的 物品混放在整 個區(qū)域。物品隨機放置在整個工作場地內(nèi)。 根據(jù)使用頻率， 安全地合理擺 放必要的物品。 說明需要的物品， 根據(jù)計劃數(shù)量標 明指定的區(qū)域。按最小使用頻次安排最小量的物品。所需物品可以在30秒內(nèi)取回，只需移動最少的距離。找出潛在問題并記錄對策。每天進行區(qū)域清潔，檢驗；每天供應庫存制訂可視化的控制和指標，并標注在工作區(qū)域內(nèi)。 標注關鍵區(qū)域物 品，檢查并記錄 必要的執(zhí)行程度。沒有找出關鍵區(qū)域物品，也沒有標注。要證明現(xiàn)有的標準工作法在現(xiàn)有的區(qū)域得到有效的使用并與其他團隊分享。要證明現(xiàn)有的標準工作法在現(xiàn)有的區(qū)域得到有效的使用。標簽、數(shù)量和控制方法達成共識并文件化。工作組有

21、文件化的區(qū)域劃分和控制經(jīng)常不遵守工作區(qū)域方法，也不記錄在案。消除了根本原因并采取了包括預防在內(nèi)的改進措施。 記錄了問題的原 因和發(fā)生頻率， 采取相應的改正 措施。工作組定期檢查5S確定最初的5S等級并在區(qū)域內(nèi)張貼隨機檢查工作區(qū)域，沒有5S測量。11LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and Proprietary5-S Radar Chart 5S雷達圖 SORTING 整理整理SUSTAINING 保持保持SIMPLIFYING 整頓整頓SYSTEMATICCLEANING系統(tǒng)清潔系統(tǒng)清潔STANDA

22、RDIZE 標準化標準化1234512LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and Proprietary5-S Can Improve Safety 5S 能改善安全性By not having a designated place for everything, access to the fire extinguisher is blocked.如果所有物如果所有物品沒有指定的場所，則阻礙了消防通道。品沒有指定的場所，則阻礙了消防通道。13LGB2-01-0405 5S 2004 Honeywell

23、 International, Inc. Confidential and ProprietarySorting 整理Separate the necessary from the unnecessary.區(qū)分必要的和不必要的。區(qū)分必要的和不必要的。 Identify what is required to work a process or perform a particular operation or task. 找出需要使流程運轉或執(zhí)行特定操作或任務所需要做的事情。 Remove unnecessary tools, equipment, files, binders, parts,

24、 procedures, furniture, and other stuff from the area. 不必要的工具、設備、文件、裝訂機、部件、程序、家具和其 它“物品”從場地中移開。Easing access to necessary items by eliminating the unnecessary. 通過消除不必要的事物，以便更容易地獲取需要的事物。通過消除不必要的事物，以便更容易地獲取需要的事物。14LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and ProprietaryEngineeri

25、ng Work Station工程人員工作崗位 Clutter impedes work flow. 混亂影響工作流程?；靵y影響工作流程。15LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and ProprietaryPreparing To Sort 如何準備整理* Carefully consider company-owned and personal items. 仔細仔細考慮公司所有和個人所有的物品考慮公司所有和個人所有的物品A proven process to obtain buy-in and o

26、wnership. 這是經(jīng)過證明可以獲得認同和所有權的流程。這是經(jīng)過證明可以獲得認同和所有權的流程。 Establish a safe and secure holding area for not-needed items. 為不需要物品設立一個安全的存儲區(qū)域。 Review site guidelines for disposal of not-needed items.* 評估處理現(xiàn)場不需要物品的指導原則。* Coordinate repair and disposal of any unsafe items. 協(xié)調任何不安全物品的維修和處理。 Tag and identify not-

27、needed items. 標識出不需要物品。 Determine rates and points-of-use for operating supplies. 決定操作供應品的速度和使用點。 Remove unnecessary items from the site. 把不需要的物品從現(xiàn)場移走。16LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and ProprietarySorting Activity Steps 整理活動步驟 Establish criteria and explain the han

28、dling of items. 建立標準并解釋如何處理物品。 Assign zones to people. 為員工指定工作區(qū)域。 Identify not-needed items from what is needed. 區(qū)分不需要和需要的物品。 Move identified not-needed items to holding area. 將找出的不需要的物品移入待處理區(qū)。 Conduct a white elephant sale. 處理“累贅物”。 Conduct an initial cleaning. 進行初步的清潔。Focus on doing and attaining

29、results. 關注關注行動行動并獲得結果。并獲得結果。17LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and Proprietary5S Red Tag Example 5S紅標簽案例18LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and Proprietary5S Red Tag Example 5S紅標簽案例19LGB2-01-0405 5S 2004 Honeywell International, Inc. Conf

30、idential and ProprietarySimplified Storage 整頓Create a place for everything. 為每樣東西找個地方。為每樣東西找個地方。 Organize materials according to frequency of use. 根據(jù)使用頻率安排物品。 Implement visual aids to improve communication. 為改善溝通，建立可視化的標志。A place for everything and everything in place. 每樣東西都有其位，每樣東西都在其位。每樣東西都有其位，每樣東

31、西都在其位。20LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and ProprietaryAt a glance: “Do I have the tools and equipment to do my job?”一看便知：一看便知：“我是否有開展工作需要的工具和設備？我是否有開展工作需要的工具和設備？”A Place For Everything每樣東西都有其位21LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and Propr

32、ietaryPreparing For Simplified Storage如何準備整頓 Complete sorting activities through level 2. 在第二層次完成整理活動。 Obtain markers and temporary labels. 獲得記號筆和臨時標簽。 Obtain tape for outlining and marking safety items. 獲得紙帶用于區(qū)域劃分和安全標記。 Identify and share safety and building standards. 確定并分享安全和標準做法。 Check safety po

33、licy for color-coding and labeling. 檢查色彩標識是否符合安全要求。 Review Simplifying activities, safety policies, logistics, and support. 審核整頓活動、安全政策、后勤支持。Build upon the gains made through Sorting. 在整理的基礎上進行整頓。在整理的基礎上進行整頓。22LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and ProprietarySteps To Si

34、mplified Storage 整頓的步驟 Identify key equipment and supplies. 找出關鍵設備和供應品。 Determine location for every item. 決定各物品的位置。 Outline locations of equipment, supplies, common areas, and safety zones. 劃定設備、供應品、公用區(qū)和安全區(qū)的位置。 Develop shadow boards. 制作仿形板。 Label needed items. 標明需要的物品。 Determine required quantities

35、. 決定所需數(shù)量。 Document workplace layout, equipment, safety zones, and supplies. 工作場地布局、設備、安全區(qū)和供應文件化。Work Team involvement is critical to success. 工作團隊的參與對成功至關重要。工作團隊的參與對成功至關重要。23LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and ProprietaryPerform daily cleaning and inspection of areaan

36、d equipment to determine status and needfor corrective and preventive action.每天都對區(qū)域和設備進行清潔和檢查，確定需每天都對區(qū)域和設備進行清潔和檢查，確定需要采取的糾正和預防措施。要采取的糾正和預防措施。A performance improvement discipline 一項執(zhí)行改進的紀律A daily discipline to an agreed upon plan thatis executed by the work area team members.工作區(qū)域團隊成員執(zhí)行事先確定的計劃是一項日常紀律。

37、Shine (Systematic Cleaning) 清潔（系統(tǒng)清潔）24LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and ProprietaryA Benchmark Example 樣板25LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and ProprietaryPreparing To Shine 如何準備清潔 Complete the Sorting activities through level 2. 在第二層次

38、完成整理活動。 Complete Simplifying activities through level 2. 在第二層次完成整頓活動。 Review Shine activities, logistics, and support. 評估清潔活動、后勤和支持情況。 Coordinate marking and modifying equipment. 標示清潔區(qū)域和清潔設備。 Decide how to make multiple-shift decisions. 決定如何按排多班次清潔。 Plan how to coordinate and communicate with other

39、areas. 計劃如何與其它工作區(qū)域進行協(xié)調和溝通。A process developed and used by the work team.工作團隊形成和使用的流程。工作團隊形成和使用的流程。26LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and ProprietarySteps To Shine 清潔的步驟 Identify key points to check to ensure proper performance 明確檢查關鍵點，確保正確執(zhí)行 Determine acceptable perfor

40、mance 確定可接受的執(zhí)行標準 Determine corresponding visual indicators and controls 確定相應的可視化指示和控制點 Mark equipment and controls 標出設備和控制點 Establish who and when cleaning plan 建立“由誰及何時”實施清潔計劃 Conduct daily cleaning and inspections 開展每天的清潔及檢查Progress towards prevention over detection 預防勝于事后檢查27LGB2-01-0405 5S 2004

41、Honeywell International, Inc. Confidential and ProprietaryDetermining, sharing, and using the bestprocesses and methods.決定、共享，使用最好的程序和方法。決定、共享，使用最好的程序和方法。Standardization serves to minimize variation andthe effect of variation on quality and speed. 標準化有助于盡可能減少變異及其對質量與速度的影響。The standard becomes the ba

42、seline for further improvement 標準是今后進一步改進的基礎We want to look towards standardization with process,tooling, methods, parts, sub-assemblies, design, etc. 我們期待流程、加工、方法、部件、組裝、設計等方面的標準化。Standardize 標準化28LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and ProprietaryOrganizing the work stat

43、ion supports standard work. 有效組織工作崗位以支持標準化工作。No Room For Chaos 沒有混亂的可能29LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and ProprietaryPreparing To Standardize如何準備標準化Culture change will accelerate with 5-S maturity.文化變革將促使文化變革將促使5S的成熟的成熟 Complete sorting activities through level 2. 在

44、第二層次完成整理活動。 Complete simplifying activities through level 2. 在第二層次完成整頓活動。 Complete systematic cleaning activities through level2. 在第二層次完成系統(tǒng)性清潔活動 Review standardization activities, logistics, and support. 評估標準化活動、后勤和支持情況30LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and Proprietary

45、Steps To Standardization 標準化步驟 Document present work area agreements and routine checks 使當前工作區(qū)域協(xié)議和常規(guī)檢查文件化 Establish and document standardized methods across similar work areas 建立并記錄用于類似工作區(qū)域的標準化方法 Document new standard methods as improvements are made 根據(jù)改進情況，記錄新的標準化方法Attacking process and methods var

46、iation 堅決克服流程和方法中的變異堅決克服流程和方法中的變異31LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and ProprietaryKeeping the gains and building further progress.保持既有成果并不斷取得進步。保持既有成果并不斷取得進步。The plan-do-check-act thought process becomes the culture.“計劃-執(zhí)行-檢查-反饋“的思維方式成為文化。Pride in improvement, accompl

47、ishments, and the desire to do more 對取得的改進、成就和做得更多的決心感到驕傲對取得的改進、成就和做得更多的決心感到驕傲Sustain 保持32LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and Proprietary Cleanliness and order make the process visible. 清潔和有序使處理流程更可視化清潔和有序使處理流程更可視化 。Before / After Comparison 前后比較33LGB2-01-0405 5S 2004

48、 Honeywell International, Inc. Confidential and ProprietaryPrepare To Sustain 如何準備保持Holding and furthering the gains happens with discipline and culture.維持和進一步保持成果與紀律和文化同在。維持和進一步保持成果與紀律和文化同在。 Complete sorting activities through level 2. 在第二層次完成整理活動。 Complete simplifying activities through level 2. 在

49、第二層次完成整頓活動。 Complete systematic cleaning activities through level2. 在第二層次完成系統(tǒng)性清潔活動 Complete standardizing activities through level 2. 在第二層次完成標準化活動 Review the planned activities of sustaining. 評估計劃的保持活動34LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and ProprietarySustaining Steps 保

50、持的步驟 Determine 5S level of achievement 確定所達到的5S層次 Perform routine checks 開展常規(guī)檢查 Analyze results of routine checks 分析常規(guī)檢查的結果 Measure progress and plan for continuous improvement 評估所取得的進步和持續(xù)改進的計劃Sustaining 5-S through habit 對照5-S持之以恒直到成為習慣35LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidenti

51、al and Proprietary5-S Implementation Steps 5S實施步驟1. Share a 5-S overview. 分享5S的概述。2. Choose the work area implementation team. 選擇工作區(qū)域的實施團隊。3. Determine implementation targets, activities, and schedules. 確定實施目標、活動和計劃。4. Document current situation (see next slide). 記錄現(xiàn)有狀況（參見下一頁）。5. DO IT! Apply 5-S. 開

52、始行動！應用5S。6. Document improvements. 記錄改進情況。7. Leverage the results of the targeted area. 充分利用目標區(qū)域的成果。8. Build on achievement with new 5-S goals and actions 使用新的5S目標和行動，獲得成果。9. Determine next area of application and apply 5-S . 確定下一個應用區(qū)域并再次應用5S。36LGB2-01-0405 5S 2004 Honeywell International, Inc. Conf

53、idential and ProprietaryDocument The Current Situation記錄現(xiàn)狀 Purpose: 目的： Record the current situation as a baseline for progress 記錄現(xiàn)狀以作為繼續(xù)改進的起點 Preparation: 準備： Obtain a camera or photographic assistance 一臺照相機等設備 Obtain a layout and mark the before-picture place and angle 獲取布局圖并標出改善前拍攝的位置和角度 Explain

54、the steps of current situation documentation 說明記錄現(xiàn)狀的步驟 Publish the picture taking date 載明拍照的日期 Do it: 執(zhí)行： Take work area photos 拍攝工作區(qū)域的照片 Evaluate current 5-S Level of Achievement 評估目前所達到的5-S層次 Display the table and radar chart. 展示表格和“雷達圖”。 Compare future photos to the current photos. 將改善后來照片與改善前照片進

55、行比較Without a baseline measurement, progress cannot be determined 沒有對現(xiàn)狀的評估，就不能衡量所取得的進步37LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and ProprietaryVisual Controls 可視化控制 Show how to do the job (standard, agreed-upon best practice). 展示如何進行工作（標準化和認同的最佳實踐）。 Show how things are used. 展

56、示使用物品的方法。 Show where things are stored. 展示物品存放的地點。 Control inventory levels. 控制存貨量。 Show performance status. 展示業(yè)績狀態(tài)。 Indicate when people need help. 指明何時人們需要幫助。 Identify hazardous areas. 識別危險區(qū)域。 Mistake-proof the operation. 防止操作差錯。Tailored to the needs of every process; use this guide to determine a

57、ppropriate visual controls for your process.根據(jù)各流程需求訂制；使用本指導確定適用于你們流程的可視化控制。根據(jù)各流程需求訂制；使用本指導確定適用于你們流程的可視化控制。38LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and Proprietary Facilitates worker autonomy. 促使工人的自治。 Serves to eliminate waste. 為消除浪費服務。 Promotes prevention. 促進預防。 Fosters con

58、tinuous improvement. 培養(yǎng)持續(xù)改進。 Allows for quick recovery. 能迅速恢復。 Leads information sharing. 推進信息分享。 Exposes abnormalities. 使異?，F(xiàn)象曝光。 Maintains the gains. 保持成果。All are attributes of good performance and a desirable place for work.所有都具良好業(yè)績和理想工作場所的特點。所有都具良好業(yè)績和理想工作場所的特點。Benefits Of Visual Controls可視化控制的好處39LGB2-01-0405 5S 2004 Honeywell International, Inc. Confidential and ProprietaryTypes Of Visual Controls 可視化控制的類型Type 1: Passively shares information by indicating or telling.第一類：通過指示或告知被動地分享信息。Control Typ